Latest news with #restructure
The Guardian
an hour ago
- Business
- The Guardian
River Island gets green light for rescue that saves 4,000 jobs
River Island has got the green light for a rescue restructure that saves more than 4,000 jobs but will shut 33 of the clothing chain's 230 stores as people shift to buying online. The plan to reduce costs, which still puts more than 1,000 jobs and a further 70 sites at risk, won approval of a high court judge on Friday after a majority of creditors gave their backing earlier in the week. There had been fears the family-owned company could collapse after it told creditors in June that if a restructure was not approved it could run short of cash by the end of August and would be 'unable to pay its debts as they fall due'. Ben Lewis, the retailer's chief executive, said the approved plan, which involves a sharp reduction in rent payments, would enable the company to 'align our store estate to our customers' needs. He said: 'We are pleased that River Island's restructuring plan has been approved by the high court. 'We have a clear transformation strategy to ensure the long-term viability of the business, and this decision gives us a strong platform to deliver this. Recent improvements in our fashion offer and shopping experience are starting to show results, and the restructuring plan will enable us to align our store estate to our customers' needs.' There had been a question over whether the court would approve the deal as fewer than 75% of landlords, one class of creditors, did not back the plan in the online vote this week. The decision protects the future of a high street fashion stalwart that has outlived rivals from Topshop to Oasis, Ted Baker and Warehouse, all of which trade solely online in the UK. Fashion retailers are facing heavy competition from cheap, fast-growing online players including Shein and Temu, which benefit from a tax break on imported goods sent straight to shoppers. River Island, formerly known as Chelsea Girl, began selling clothing under the name Lewis's in the 1940s. Sign up to Business Today Get set for the working day – we'll point you to all the business news and analysis you need every morning after newsletter promotion In a plan first announced in June, the retailer said it needed £10m in funds by the second week of September. It warned that that figure could rise to £50m by the end of the year. River Island said it would not be able to continue trading as a going concern and would be subject to administration or other insolvency proceedings if it could not agree a deal to slash rents and close some stores.
RNZ News
2 days ago
- Politics
- RNZ News
Culverden locals angry about proposed removal of town's two police officers
Hundreds of North Canterbury locals turned out to a fiery meeting in Culverden on Wednesday night, angry about a proposal to remove the town's two police officers. Photo: RNZ / Anna Sargent Hundreds of North Canterbury locals turned out to a fiery meeting in Culverden on Wednesday night, angry about a proposal to remove the town's two police officers. A proposed restructure in the region could see rural police services focused around two 24/7 hubs in Rangiora and Rolleston. Residents who packed out the gym at Culverden's Amuri Area School said this would leave them more vulnerable. They said the restructuring meant police were either an hour's drive away in Rangiora or 90 minutes away in Rolleston and that was too far. Police said locals would be no worse off under the new model. The owner of Culverden's local Four Square, Andrew Whittleston, said the town should retain its two police officers. "Being in a local shop we're so vulnerable for all sorts of theft. We've had callouts where the local police have been there in the shop before I've even got there. You can't tell me that response is going to be the same in Rangiora," he said. "They are saying the station will still be open, there may be officers around the area but we're still going to lose that rapport and that knowledge." The public meeting was organised by Federated Farmers, who said the proposed changes would mean fewer officers on the ground . District Commander Superintendent Tony Hill said the restructure, which had been 18 months in the making, was a "refocusing" rather than a reduction in sworn officers. District Commander Superintendent Tony Hill. Photo: RNZ / Anna Sargent Some roles would be disestablished but those officers would be encouraged to apply for other roles and a new rural liaison officer role would be created, he said. Hill said the restructure only proposed closing the sole-charge station at Arthur's Pass and other stations would remain open, but with a different model of policing that would reflect current demand. Culverden veterinarian Annabel Harris said the town did not want to lose its visible police presence. "We don't believe that people coming from an area like Rangiora, even if they are staying at the motels or wherever, that they'll have that same connection and presence, and that calming effect and that controlling effect that that provides," she said. "I think what we've currently got in place is a great example of community policing working well. And we don't want to lose that." Culverden locals Annabel Harris (L) and Adam Williamson. Photo: RNZ / Anna Sargent Culverden farmer Adam Williamson said having local officers around helped deter crime. "That's ultimately what's happening here in our view, that the visibility of these local guys and any rural police really, their biggest job is preventing the crime in the area," he said. But Superintendent Tony Hill said the aim of the restructure was to have more front-line staff visible and available to communities He told the public meeting the police service would not be worse in Culverden. "I thought isn't it great that the community really value our two staff that are here. I think what they really value is the service we provide and under the proposal we still have that capability to do that great problem solving that rural staff do, and also improve our response times in there," he said. Hill said almost two-thirds of the calls from Culverden were actually about policing on the roads. He said the meeting had given officers a lot to think about and they would take all concerns into consideration. The restructure proposal went out to all Canterbury police staff for feedback last week, with consultation closing on 18 August. Sign up for Ngā Pitopito Kōrero , a daily newsletter curated by our editors and delivered straight to your inbox every weekday.
RNZ News
3 days ago
- Politics
- RNZ News
Federated Farmers' comments on police 'not helpful', district commander says
District Commander Superintendent Tony Hill. Photo: RNZ / Simon Rogers Police are accusing Federated Farmers of scaremongering over a proposed restructure in rural Canterbury. But the farming lobby group is furious about a proposal it says will see local police services cut in favour of hubs in Rangiora and Rolleston. North Canterbury Federated Farmers' president Bex Green told Morning Report on Tuesday she understood the proposal would mean some areas would have reduced policing and others would see the local rural police officers changing to rural liaison officers working office hours, while Arthur's Pass and Culverden would have no local officers at all. But District Commander Superintendent Tony Hill told Morning Report the restructure, which had been 18 months in the making, only proposed closing the sole-charge station at Arthur's Pass. Other stations would remain open but with a different model of policing that would reflect current demand, he said. Hill said the proposal was a "refocusing" rather than a reduction in sworn officers. Some roles would be disestablished, but those officers would be encouraged to apply for other roles. "What we're proposing is that if their current role is a rural role... we are proposing standing up road policing roles in the area for that very purpose. "We know for places like Culverden almost two-thirds of their calls for service are actually about policing on the roads. "Hurunui's a classic example. Seven people died on the roads there last year - that's a horrific number and we want to see some change in it." A new rural liaison officer role would be created. Hill said he believed it was a model that would help the police "manage demand effectively into the future". "Actually, I think it probably reflects what the community's needs are." Federated Farmers should have come to the police to confirm the details of the proposal, Hill said. "What's not helpful is they haven't come to us for opinion before they've jumped into the media and shared their views on it. "We encourage anyone who would like to know more about this to come directly to us instead of drumming up particularly scaremongering in the community." Federated Farmers is furious about a proposal it says will see local police services cut. Photo: RNZ / Alexander Robertson But Green said Federated Farmers was disappointed to have learnt of the changes through the media, and would have liked to see community consultation. "We want some answers, we want to know and understand how [the proposal] is going to work." She said most of the communities in the area would have reduced policing under the proposal. "The police live in our community, they know the people and understand the community. A lot of what they do here is crime prevention and proactiveness - that is really huge for our community, if we lose that, it is going to be really difficult." Green said the nearest police stations to Culverden were in Hanmer Springs and Waikari, 30 minutes' drive from Culverden. "Should one of them be on leave or attending another call, we are left with one police officer." To bring someone back up from Rangiora would take more than an hour. "In an emergency, every second counts - if you need help, you need it now, not an hour later." She said the cuts hurt given the government's promise of more frontline police . "I think that is probably happening in the cities, but taking away the rural presence… is not the way to go about it." Public meetings would be held at the Amuri Area School Gym, Culverden and the Leeston Rugby Club Hall at 6pm on Wednesday night. In a statement, Hill said the district restructure proposal went out to all Canterbury staff for feedback last week, with consultation closing next week. Sign up for Ngā Pitopito Kōrero, a daily newsletter curated by our editors and delivered straight to your inbox every weekday.
Forbes
4 days ago
- Business
- Forbes
How To Align Internal And External Messaging During Big Company Changes
Whether it's a rebrand, a restructure or a crisis, internal communication can't be an afterthought when you're navigating a big company change. Your employees need clarity before your customers do, and they need to trust that what they're hearing internally lines up with what's being said publicly. Achieving this alignment takes planning, cross-functional coordination and a careful understanding of your people. To help, 20 Forbes Communications Council members explore how internal comms professionals can keep their messaging tightly connected to the company's external-facing messaging, even when the ground is shifting. 1. Align The Interests Of Employees And Customers A clear brand purpose that aligns the interests of employees and customers is the cornerstone, of course. In moments of change, internal communications must be proactive and embedded in the rhythm of change, which means you structure for strategic sensing and orchestrate the delivery of clear signals. Interdependence and transparency between People and MarCom leadership are indispensable. - Caroline Kennedy, Material 2. Craft One Core Narrative With Flexible Delivery Effective alignment starts with a clear core narrative, tailored by audience but grounded in one strategic truth. Internally, I brief leaders early, arm them with FAQs and reinforce the message via written comms, town halls and small group sessions. Externally, I ensure the same core story flows through PR, customer and partner channels. - Meghan Keough, C1 (formerly ConvergeOne) Forbes Communications Council is an invitation-only community for executives in successful public relations, media strategy, creative and advertising agencies. Do I qualify? 3. Assign Clear Ownership To Ensure Message Integrity Ownership of the narrative and message is key. The owner of the message has the responsibility to get appropriate input—and debate, when needed—from key stakeholders. Once the message (and, potentially, tone) is agreed upon, one person or team should be responsible for the execution, including serving as spokesperson when required. - Odette Maher, Symphony 4. Prioritize Consistency Across Channels For internal and external messaging alignment, I always prioritize clear, consistent communication from leadership. It's important that the message being told to the public mirrors and doesn't differ from that being told to employees. Companies should utilize town halls, internal newsletters and direct manager briefings to ensure all employees understand key messages and the strategic direction. - Nandini Sankara, Suburban Propane 5. Reinforce Key Messages Through Repetition Consistency and repetition are key. Clear internal communication builds alignment and makes external messaging more effective, especially during change. Do not hesitate to repeat core messages; reinforcement builds understanding and trust across teams and stakeholders. Internal clarity is the foundation for external confidence. - Suneeta Motala, Stewards Investment Capital 6. Anchor Messaging In Shared Values Aligning with the value systems of the comms plan is critical. What do we stand for, how will we consistently show up and what is our point of difference? Unification around these principles ensures that we don't waver during volatile times. - Melissa Sierra, USIM 7. Design A Flexible Framework For Audience-Specific Delivery The messaging should naturally align, even if the delivery and formatting may differ. There should be a macroscopic framework that has the key messages you want to deliver to all stakeholders. That framework should be tailored to different audiences to ensure maximum impact, but the overall message you are aiming to project will remain consistent. - Andrew Frank, KARV 8. Foster Alignment Through Listening And Purpose I focus on clarity and shared purpose. By listening to internal teams and making space for their questions, we build trust. That alignment naturally reflects in how we communicate externally, especially when things are shifting. - Barbara Puszkiewicz-Cimino, SUMMIT One Vanderbilt 9. Inform Employees First To Empower Authentic Advocacy I always start with employees. They should hear news from us first, not the outside world. I keep messages clear and consistent but then tailor the details for each audience. I also listen—staff questions often help shape better external messaging. When your team's on board, they're your best spokespeople. - Luciana Cemerka, TP 10. Start With Honesty Most brands treat internal and external comms like two scripts, but they should be mirrors. During change, employees sense spin faster than consumers. If they don't believe the story, they won't carry it. True alignment happens when internal truth becomes external tone. Don't start with alignment; start with honesty. - Cade Collister, Metova 11. Activate Brand Alignment From The Inside Out Align internal and external messaging by activating the brand from the inside out. Our team ensures all employees understand the 'why' behind changes, reinforcing key messages through branded tools, leadership alignment and clear, consistent communication so the experience is unified, regardless of audience. - Mike Neumeier, Arketi Group 12. Coordinate Leadership And Marketing For Unified Messaging It's really just about maintaining effective communication and coordination between the marketing team and company leadership. As long as those are aligned, internal and external messaging should be in sync. - Tom Wozniak, OPTIZMO Technologies, LLC 13. Link Internal Buy-In With External Visibility Connect messaging from the inside out and outside in. In moments of change, like a brand refresh, consistency and repetition are key. Help employees understand the 'why' behind shifts and new language, reinforce it externally and connect the dots. Leverage LinkedIn posts to energize internal teams and spotlight them publicly. That duality builds alignment and momentum around shared goals. - Alyssa Kopelman, Otsuka Precision Health 14. Establish A Message House Before Going Public Establish a unified message house and ensure cross-functional leadership alignment before any external announcement. This means involving key internal stakeholders from the outset. Once the external message is finalized, it becomes the bedrock for all internal communications. We also provide internal teams with clear talking points to prevent mixed messages. - Patrick Ward, NanoGlobals 15. Deliver A Unified Narrative With Contextual Clarity I create unified narratives serving both audiences. During Western Digital's merger, employees heard the same vision as external stakeholders, just with internal context. The key is transparency within legal limits and explaining the 'why' behind the 'why.' Employees become authentic advocates when they understand and can articulate our story first. - JoAnn Yamani, Future 500 16. Close The Gap Between Internal Insight And External Story Say it early, say it clearly and say it the same way inside and out. In moments of change, I try to remove the gap between what the team knows and what the world hears. So I share the "why" behind decisions, not just the 'what.' And I make space for questions and feedback before the message hits the public. When my team feels respected and informed, they carry the message forward with clarity and conviction. - Aditi Sinha, Point of View Label 17. Conduct Prelaunch Workshops To Align Messaging Early Before rolling out any major changes externally, I organize prelaunch workshops with key internal stakeholders. These workshops are designed to clarify the core messaging, its objectives and the anticipated impact. By aligning everyone on the same page from the start, we ensure that internal communication mirrors the external message, making the transition smoother and more consistent. - Lauren Parr, RepuGen 18. Cascade Clear Messaging With Strategic Timing I align cross-functional leaders on the 'why,' then cascade the message internally with clarity and context. When employees feel informed and connected, alignment becomes visible across the organization. Internal messaging sets the tone, so I build rollouts prioritizing timing, trust and consistency across audiences. - Sarah Chambers, SC Strategic Communications 19. Lead With Transparency To Build Internal Credibility I lead with transparency, sharing the real story behind the change, not just the polished version. Internal alignment starts with honesty. When your team feels respected and in the loop, they become your best ambassadors, making it easier for external messaging to land with integrity. - Cody Gillund, Grounded Growth Studio 20. Anchor All Comms To A Shared Strategic Narrative Consistency and congruency are fundamental. I ensure alignment by anchoring all communications, internal and external, to a unified strategic narrative, owned and reinforced by leadership. During change, precision matters. Language must be clear, timing deliberate and tone calibrated. Employee conviction is the foundation of external credibility. - Marie O'Riordan
BBC News
01-08-2025
- Business
- BBC News
Oxfordshire County Council spends record £4.2m on redundancy payments
A council spent a record £4.2m on redundancy payments last year, new government figures have shown. Oxfordshire County Council paid an average of £65,000 to 70 staff members in 2024-25. It is the largest sum of money the authority has spent on redundancies in the past 10 years, with the figure around the £1m mark for each of the previous two council said it had been undergoing a "comprehensive restructure" since March 2024 and that redundancy payments increased in line with pay rises. Almost £2.5m of the total sum spent by the council went towards pensions for staff who took early £711,000 came from ex gratia payments - which are made to staff out of generosity from the employer rather than as a legal Liam Walker, leader of the Oxfordshire Alliance council opposition group, said the "eye-watering figure" raised "serious questions" about how the council "manages its finances and whether this is truly the best use of taxpayers' money"."Residents expect their money to go towards delivering services, not handing out massive golden goodbyes," he Liz Brighouse, who leads the opposition Labour group, said "every time" a council restructures, "people lose their jobs"."Restructures are dreadful for the people who go through them, and very often for people at the end of their working lives," she added.A spokesperson for the county council said: "Our overall aim is that we are run as efficiently and cost effectively as possible, so that we can pay for the crucial services we need to deliver for the Oxfordshire public, and for the benefit of future generations."Redundancy costs are one-off. Staffing savings accrued are savings for each year setting a firm foundation for the future," the spokesperson said."We continue to aim to be a leaner and fitter organisation for the future. These statistics are a snapshot of a moving picture." You can follow BBC Oxfordshire on Facebook, X (Twitter), or Instagram.
